Highlights
Governments, tour operators, and competitors are crucial to overcome epidemic outbreaks.
Finance, labor and taxation are the key areas in the relationships with governments.
Hotel chains should reduce their dependence on tour operators.
Competitors should collaborate to promote their destination and a regulatory framework.
The field of mergers and acquisitions and sustainability has been expanding in the last years; consequently, there is a need for a systematic review of the existing body of knowledge. This article aims to fill this gap by providing an overview and synthesis of the research topic. The specific objectives are (1) to assess the academic impact, and (2) to determine the structure of the topic. To achieve these goals, a bibliometric analysis will be carried out through a selection of articles taken from the WoS database from 1900 to 2019. First, the historical evolution of publications will be addressed, the distribution of articles by journal and by individual author, as well as the total number of citations per article. Second, this article will develop networks of co-citations of authors and journals and co-word analysis by using VOS Viewer software. The global results will provide insights into the nature and trends of research on mergers and acquisitions and sustainability.
The COVID-19 pandemic has had an unprecedented impact on the labor market. The psychological pressure and uncertainty caused by the current changing workplace environment have led to negative consequences for workers. Considering the predictive relationship between employee engagement and wellbeing and in light of this unprecedented situation that affects workers of all the industries worldwide, this study aims to identify the key main drivers of employee engagement that can lead to employee wellbeing in the current context. Through a literature review, a theoretical model to strengthen engagement in times of COVID-19 is proposed. The main factors are conciliation, cultivation, confidence, compensation, and communication. Whereas prior to the pandemic, firms had already understood the need to achieve this, it is now considered a vital tool for staff health and wellbeing. This article makes two main contributions. First, it provides a model for boosting employee engagement, and therefore, wellbeing. Second, managerial suggestions are made to apply the theoretical model.
The study of work–life balance has undergone significant development in recent years as a result of changes in society and the growing importance of human resources (HR) for companies. Taking into account that human capital represents a critical success factor for businesses, the current context requires the development and implementation of HR management strategies aimed at attracting and retaining the most talented workers in order to obtain the expected results. The objective of this paper is to present an integrated model of work–life balance strategies, including the impacts of the different policies and practices on the retention of talented HR, which can be a basis for further academic developments on this subject, as well as a roadmap for managers. Hence, we will analyze a case study carried out in a multinational company—a leader in the technology and tourism sectors, and importantly dependent on valuable human capital, for which the HR strategy aims to improve the performance of the firm in the medium and long term through analysis, planning, and flexibility.
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